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Internal Communication of CSR Projects
A case-study within a multinational group.
Author: Andersson Markus
Examinator: Dr. Pejvak Oghazi
Tutor: Dr. Tomas Nilsson
Program: International Sales and Marketing
Level: Bachelor
Course: 16VT-2FE22E
Date of submission: 2016-05-27
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Abstract
The interest for corporate social responsibility increases with the time and more companies
conducts it for every year. The VINCI group is no different and has from 2002 had a
Foundation, initially developed in France. However, over the years it has expanded into
multiple countries throughout Europe and has now initiated a development of the VINCI UK
Foundation with the purpose of fighting social exclusion and isolation. The decentralized
company structure and the involvement of multiple subsidiaries demand a high quality of the
internal communication regarding the project. That is also what this study will be
investigating, how the internal communication of the VINCI UK Foundation was conducted.
This research was conducted via a case study, with the author employed at VINCI Energies
UK and RoI, working first hand with the subject whilst also conducting interviews with the
people involved.
Multiple perspectives of both corporate social responsibility and internal communication will
be discussed and how the initiation was communicated to the employees within the
subsidiaries. It is important for organizations to include the real reasons as to why it was
initiated, not only providing the reason of being responsible as a company. Since this will
develop a skepticism in the minds of the internal stakeholders affecting the trust towards the
project, or even towards the organization.
The different interpretation of what corporate social responsibility is, alongside with how the
subsidiaries conduct their internal communication on a daily basis, resulted in that the
information regarding the VINCI UK Foundation was communicated differently. For the
years to come it could be important for the subsidiaries involved to meet prior to
communicating the information in order to determine a code of conduct. This is important to
develop a united front.
Keywords: Corporate Social Responsibility, CSR, Internal Communication, Message
Content, CSR development, Case Study, United Kingdom, Charity
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Acknowledgement
Firstly, I want to give a massive thank you to the company for allowing this study to take
place, but I want to express my deepest acknowledgement to the respondents for taking the
time to participate and provide open and in-depth discussions. However, mostly I want to
thank my two supervisors, the local coordinator for VINCI Energies UK and RoI as well as
the secretary for the VINCI UK Foundation, who not only presented the opportunity to
conduct this study, but also provided assistance, in forms of information and time, whenever
it was needed.
Thank you to Linnaeus University and CIL, but also to my fellow students for all the valuable
feedback I received during this process. However, a special thank you to Gabriella Hertzman-
Ericson, Andreas Eriksson, Juho Siren, Sara Hagve, and Gustav Olsson, who was in the two
opposition groups for this study, for providing me with elaborate feedback and discussions
during the process of conducting this study. To my professor, Dr. Pejvak Oghazi, I want to
thank you for allowing me to write this in an abroad country, as well as helping me with
feedback during the process. Also, I want to say a massive thank you to my tutor, Dr. Tomas
Nilsson, for helping me enormously with not only feedback and pointers, but also with
directions and development of the report during the process.
I also want to thank all the feedback I have received from anyone outside the university or
company. Special thanks are to be given to Ingela Granström, who provided valuabe
feedback from an external perspective, as well as to Cajsa Torpman who provided
discussions and support during the process, pushing me to do better throughout the whole
process.
Lastly, I want to give a thank you to my host, Linda Robinson, for providing me with the
time and space to conduct this and for being the lovely lady that you are. I also want to give a
massive thank you to my roommate, Cedric Hochar, who not only pushed me forward and
kept me motivated, but also had provided discussions and valuable grammatical and
structural feedback.
Markus Andersson
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ABSTRACT .................................................................................................................................................... 2
ACKNOWLEDGEMENT .............................................................................................................................. 3
1. INTRODUCTION ...................................................................................................................................... 6
1.1. BACKGROUND .............................................................................................................................................. 6
1.2. PRIOR KNOWLEDGE ..................................................................................................................................... 7
1.3. PROBLEM DISCUSSION ................................................................................................................................. 9
1.4. PURPOSE .................................................................................................................................................... 11
1.5. RESEARCH QUESTIONS ............................................................................................................................... 11
1.6. TARGETED AUDIENCE ................................................................................................................................ 11
2. THEORETICAL FRAMEWORK ........................................................................................................... 12
2.1. CORPORATE SOCIAL RESPONSIBILITY ........................................................................................................ 12
2.1.1. Definition ........................................................................................................................................... 12
2.1.2. CSR Commitment, Impact, and Motives............................................................................................. 13
2.1.3. Trust ................................................................................................................................................... 15
2.1.4 Stakeholders Definition ....................................................................................................................... 16
2.1.5. Communication of CSR ...................................................................................................................... 17
2.2. INTERNAL COMMUNICATION ...................................................................................................................... 18
2.2.1. Definition ........................................................................................................................................... 18
2.2.2. Four Internal Communication Domains ............................................................................................ 19
2.2.3. Rethinking Internal Communication .................................................................................................. 21
2.2.4. Internal vs. External Environment from an internal communications perspective ............................ 23
3. METHOD ................................................................................................................................................. 24
3.1. CHOSEN METHOD....................................................................................................................................... 24
3.2. DEDUCTIVE VS. INDUCTIVE APPROACH ...................................................................................................... 25
3.3. QUALITATIVE VS. QUANTITATIVE APPROACH ............................................................................................ 26
3.4. RESEARCH DESIGN ..................................................................................................................................... 27
3.4.1. Experimental Design .......................................................................................................................... 27
3.4.2. Cross Sectional Design ...................................................................................................................... 28
3.4.3. Case Study .......................................................................................................................................... 28
3.5. ETHICAL PRINCIPLES .................................................................................................................................. 29
3.5.1. Harm to Participants ......................................................................................................................... 29
3.5.2. Lack of Informed Consent .................................................................................................................. 30
3.5.3. Invasion of Privacy ............................................................................................................................ 30
3.5.4. Deception ........................................................................................................................................... 31
3.6. RESEARCH APPROACH ............................................................................................................................... 31
3.6.1. Primary Information .......................................................................................................................... 31
3.6.2. Ethnographic Inspiration ................................................................................................................... 32
3.6.3. Participant Observations ................................................................................................................... 32
3.6.4. Qualitative Interviews ........................................................................................................................ 33
3.6.5. Employee Selection for Interviews ..................................................................................................... 34
3.6.6. Questionnaire ..................................................................................................................................... 35
3.7. DATA ANALYSIS ........................................................................................................................................ 36
3.8. QUALITY CRITERIA .................................................................................................................................... 36
3.8.1. Validity ............................................................................................................................................... 36
3.8.2. Reliability ........................................................................................................................................... 36
4. EMPIRICAL FINDINGS ........................................................................................................................ 37
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4.1. INTERNAL COMMUNICATION ...................................................................................................................... 37
4.1.1. Definition ........................................................................................................................................... 37
4.1.2. How Internal Communication is conducted in the VINCI group ....................................................... 38
4.1.3. How Internal Communication is conducted in the VINCI subsidiaries ............................................. 40
4.1.4. Development of internal communication ........................................................................................... 42
4.2. CSR ........................................................................................................................................................... 43
4.2.1. Definition of CSR ............................................................................................................................... 43
4.2.2. CSR activities prior to the Foundation .............................................................................................. 45
4.2.3. VINCI UK Foundation ....................................................................................................................... 46
4.2.4. Communication about the Foundation ............................................................................................... 49
4.2.5. Response to the Foundation ............................................................................................................... 50
5. ANALYSIS ............................................................................................................................................... 52
5.1. DEFINITION OF THE TWO CONCEPTS ........................................................................................................... 52
5.1.1. CSR .................................................................................................................................................... 52
5.1.2. Internal communication ..................................................................................................................... 53
5.2. SIMILARITIES AND DIFFERENCES OF CONDUCTING INTERNAL COMMUNICATION ........................................ 55
5.3. MOTIVATION FOR INITIATING THE UK FOUNDATION ................................................................................. 56
5.4. CSR REASONS AFFECTING TRUST ............................................................................................................. 58
5.5. COMMUNICATION OF THE VINCI UK FOUNDATION .................................................................................. 59
6. CONCLUSION ......................................................................................................................................... 62
6.1. FINAL DISCUSSION ..................................................................................................................................... 62
6.2. CRITICAL REVIEW OF THE STUDY .............................................................................................................. 63
6.3. FURTHER RESEARCH .................................................................................................................................. 64
7. REFERENCE LIST.................................................................................................................................. 65
APPENDIX 1 ................................................................................................................................................ 71
APPENDIX 2 ................................................................................................................................................ 72
APPENDIX 3 ................................................................................................................................................ 73
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1. Introduction
In this chapter, the topic of the paper as well as why this topic is an important field of
research will be discussed. A clear purpose of the paper will be stated as well as who the
research paper might be of interest for.
1.1. Background
For the last couple of years, many researchers have started to focus their research in the area
of corporate social responsibility (henceforth referred to as CSR), and the effects it can bring
forth (Homburg, et al., 2013; Lai, et al, 2010; Arendt and Brettel, 2010; Han and Childs,
2016; Skudiene and Auruskeviciene, 2012). The research topic of CSR has received a higher
interest from both practitioners as well as theorists over the past years (Skudiene and
Auruskeviciene, 2012). Arendt and Brettel (2010) states that it has become a mainstream
topic, going towards top priority within management as well as in marketing. However,
keeping in mind that the topic have grown in popularity and interest and the number of
articles have increased in this area, there have been problems with defining what is included
in CSR (Arendt and Brettel, 2010; Skudiene and Auruskeviciene, 2012). Referring back to
Dahlsrud’s (2008) research paper where 37 definitions of CSR was analyzed, showing the
multiple interpretations that exists for CSR in the academic world, making it difficult to
define the term with one sentence covering it from all aspects. However, this will however be
explained more in detail in chapter 2.1.
More and more companies are starting to invest into CSR activities, Bhattacharya and Sen
(2004) states that more than 80% of the companies on Fortune 500 are now conducting CSR
activities and are not short in communicating these activities. According to Han and Childs
(2016), the high number of companies addressing CSR is because it is not only seen as an
ethical aspect, but also as an economic benefit. It has developed into a vital aspect for any
company to conduct if they are to become a market leader within their sector (Local
Coordinators, Personal Communication). However, from a marketing perspective, there is a
lack of evidence regarding the possible outcomes CSR can have with companies within the
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business to business (henceforth referred to as B2B) market (Ganesan, et al. 2009; Sharma et
al. 2010).
These recent investments into a CSR initiative of companies within the VINCI Group, started
in July 2015 (Local Coordinator, Personal Communication), opened a position within the
company VINCI Energies UK and RoI, assisting in the development of the VINCI UK
Foundation. Employed in this position, the opportunity to investigate how the development of
a newly initiated CSR project is conducted revealed itself. The usage of a partner company
gave first hand practical information to the research as well as a possibility to go into depth
within the subject (Bryman and Bell, 2011).
1.2. Prior Knowledge
Originally from France, the VINCI Group operates through multiple business areas,
employing over 185 000 individuals in over 100 countries (VINCI Essentials, 2016). During
2015, VINCI Group was able to reach €38.5 billion in revenue, resulting in a net income of
€2.046 million (VINCI Essentials, 2016) In order for the VINCI Group to be able divide their
expertise accordingly, the group have been divided into a number of subsidiaries (see
Appendix 1), for example;
VINCI Autoroutes
VINCI Airports
VINCI Concessions
VINCI Energies
Eurovia
VINCI Construction
Each of these subsidiaries has their main focus on individual business lines, covering
everything from energy, telecommunication, construction, traveling, etc. The daughter
companies are located in multiple countries throughout the world.
However, this study will focus on the subsidiaries in the VINCI Group which are located in
the UK (henceforth referred to as VINCI UK). Within the UK, the subsidiaries have a
turnover of approximately £2 000 000 000 altogether, representing 6% of VINCI’s total
turnover and 30% of VINCI European turnover (VINCI Construction UK, n.d.). This is
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accomplished through the 9000 employees that are working for the UK subsidiaries (ibid.). A
full structure of the VINCI subsidiaries operating within the UK can be found in Appendix 2.
VINCI France developed a foundation in 2002 named “Foundation VINCI pour la Cité” but
has since then expanded into 11 countries (VINCI UK Foundation, n.d.). Since the start of
2002, 1423 projects have been supported, £17 000 000 has been given in funding and over 18
000 VINCI employees have been involved in the development of the supported project
(ibid.). VINCI UK has recently decided to invest into the development of a foundation,
joining their sister Foundation throughout Europe. The foundation within the UK (henceforth
referred to as the UK Foundation) is currently in its first year and is a collaboration between
six of the subsidiaries located in the UK. Each of the subsidiaries appointed a so called local
coordinator whose assignment was to market the UK Foundation inwardly as well as
gathering and developing the applications from their respective subsidiary. The six
subsidiaries involved are;
VINCI Energies UK and RoI
VINCI Construction UK
VINCI Construction Grand Projet UK
VINCI Concessions UK
Eurovia UK
Bachy Soletanche UK
For an overview of the companies involved within the VINCI UK Foundation, see table 1
below displaying the name, examples of industries and the revenue from 2015.
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Company Name Example of Industries Turnover 2015
VINCI Energies
Telecommunication
Industry
Infrastructure
£140 Million
VINCI Construction
Civil Engineering
Facilities
Building
£1 Billion
VINCI Construction
Grand Projet
Transport Infrastructure
Energy
Building
€1.4 Billion*
VINCI Concessions
Highway and Road Infrastructure
Airports
Rail
€5.8 Billion*
Bachy Soletanche
Piling and Ground Improvement
for the Building and Civil
Engineering Industries**
£110 Million
Eurovia
S&M Infrastructure Schemes
Specialist Treatments
Highway Maintenance
£701 Million
Table 1
Source: The Author, with information from respondents
*Total turnover for subsidiary, did not disclose figures for UK only.
**What activities the company conducts.
1.3. Problem Discussion
Previous studies have shown that there is a lack of research of CSR in the B2B market (Lai,
et al, 2010; Han and Childs, 2016). The research that does exist has its main focus on the
external effects that the CSR activities bring (Homburg, et al., 2013; Lai, et al, 2010; Arendt
and Brettel, 2010; Han and Childs, 2016). The topics of the external effects covers customer
reaction (Homburg, et al., 2013); brand performance (Lai, et al, 2010; Arendt and Brettel,
2010); corporate identity (Arendt and Brettel, 2010); as well as on customers trust (Han and
Childs, 2016). There is not as much previous research that focuses in the internal effects of a
company’s CSR activities. Skudiene and Auruskeviciene (2012) conducted one of the few
studies that examined on the internal effect that a company's CSR activities can bring forth,
focusing on how the motivation of the employees are affected. Also, the majority of the
previous research within a B2B context has its focus on the end benefits that CSR initiatives
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can bring back to the company (Homburg, et al., 2013; Lai, et al, 2010; Arendt and Brettel,
2010; Han and Childs, 2016; Skudiene and Auruskeviciene, 2012). There appears to be a lack
of research regarding the process to reach the wanted benefits.
“Accordingly, [...] communicating CSR is a very delicate matter, and a key challenge of CSR
communication is how to minimize stakeholder skepticism and to convey intrinsic motives in
a company’s CSR activities.” (Du, et al., 2010, p.10). There is an assumption that CSR is
invested into as a tool towards reaching a company’s economic goals (Aupperle et al., 1985;
Luo and Bhattacharya, 2009; McGuire et al., 1988; Varadarajan and Menon, 1988), however
the discussion whether or not to invest into CSR activities has shifted beyond a profit making
scenario to a efficiency scenario (Han and Childs, 2016). In other words, whether CSR
should be considered as investments to benefit the company’s long-term performance, due to
the recent marketing research showing links between psychological and behavioral outcomes
with the concept of CSR (ibid.).
Although CSR activities are nothing new for either of the subsidiaries, it is the first time they
are involved in a CSR project of this size (Local Coordinators, Personal Communication),
bringing them together to this degree with one project (Previous Intern, Personal
Communication). Some activities initiated prior to the UK Foundation, according to the
interviewees, were seen and conducted with teambuilding as a first priority (Previous Intern,
Personal Communication), others are also covering issues within the environmental and
health and safety aspects (Local Coordinators, Personal Communication; Secretary, Personal
Communication). This would include measuring and reducing the carbon footprint (how
much carbon dioxide is released to the atmosphere), safety measures, recycling, training in
everyday safety, etc. (Local Coordinators, Personal Communication; Secretary, Personal
Communication).
In regards to that multiple subsidiaries are involved, each with their own locations spread out
over the UK and RoI, making them all decentralized the internal communication of the UK
Foundation is important to conduct effectively (Local Coordinators, Personal
Communication; Secretary, Personal Communication). This since the communication will not
always be possible to conduct face to face and that will, in turn, increase the risk of
misunderstanding (Local Coordinator, Personal Communication). According to Du et al.
(2010), all potential recipients will respond differently to any given message, based on the
communication tools used and their own expectations.
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1.4. Purpose
The purpose of this study is to investigate how to conduct the internal communication of CSR
initiation.
1.5. Research Questions
From the discussion above, research questions was established in regards to the research
topic;
How is CSR initiation communicated within each subsidiary?
How does one handle the potential problem of skepticism towards underlying motives
regarding CSR investment?
How does decentralized company structure effect the internal communication?
1.6. Targeted Audience
This research will be of interest for companies developing, as well as expanding, their CSR
activities since it studies the development of the VINCI UK Foundation. Especially
interesting it will be for decentralized organizations due to the partner company in focus for
this case study. It would also be interesting for companies and managers from a
communication perspective, specifically internal communication. This is because this study
investigates different aspects regarding the two subjects and merges them together; showing a
step in the process towards the benefits CSR activities can bring to an organization.
This report might also be of interest for any individual with an interest towards
communication, CSR or sustainability.
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2. Theoretical Framework
Throughout this chapter, theories and concepts will be brought up and discussed from
previous research.
2.1. Corporate Social Responsibility
2.1.1. Definition
As mentioned above, previous researchers have provided multiple definitions CSR.
According to Vaarland et al. (2008), CSR is defined as the concern of the management of
stakeholders to act with regards to ethical, environmental and social aspects in order to bring
benefits back to the company. Lichtenstein et al. (2004) define CSR as a firm’s commitment
to contribute a part of its profit towards charities, foundations and other nonprofit
organizations. These two definitions differ in two major ways. Firstly, whilst the definition
from Lichtenstein et al. (2004) has limited CSR towards charities and foundations, the
definition from Vaarland et al. (2008) defines CSR as involving ethical, environmental and
social aspect, making it broader than the former. Involving ethical and environmental aspects,
alongside the social, gives the possibility to categorise many more activities as CSR
activities. Secondly, according to the definition from Vaarland et al. (2008), the activities a
company undertakes within CSR aim at bringing profit back to the company. That would
imply that the actions are made from a business point of view and seen as an investment for
future revenue.
Davis (1973, p.312) defines CSR as “[...] the firm’s consideration of, and response to, issues
beyond the narrow economic, technical, and legal requirements of the firm.” Sacconi (2004)
as well as Werther and Chandler (2006) have their own definitions of the term. Sacconi
(2004, p.6) states that CSR is “[...] a model of extended corporate governance who run a firm
(entrepreneurs, directors, managers) and have responsibilities that range from fulfillment of
their fiduciary duties towards the owners to fulfillment of analogous fiduciary duties towards
all the firm’s stakeholders.” whereas the explanation stated by Werther and Chandler (2006,
p.7) is that “CSR is a broad concept that businesses are more than just profit-seeking entities
and, therefore, have an obligation to benefit society. CSR should be integrated into a firm’s
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strategic perspective and operations because it brings a long-term benefit to the
organization.” Compared to the definitions discussed in the first paragraph of 2.1.1., these
definitions/explanations are broader and less specific. For example, looking at Davis (1973)
definition, it says that any activity that the organization conducts, not bound from a legal,
technical, or economical- perspective, is a classified as CSR activity. Or looking at how
Werther and Chandler (2006) start their explanation of CSR by stating that it is a broad
concept. However, they do continue on to state that a firm’s investments into CSR activities
will return as long-term benefits, which goes along the same line as Vaarland et al. (2008).
However, this report will mainly be following the definition presented by Lichtenstein et al.
(2004) stating that CSR is a firm’s commitment to contribute a part of its profit towards
charities, foundations and other nonprofit organizations. This is because it is the most fitting
definition given the nature of the CSR activities that the companies of interests are
conducting with the Foundation. The work of the Foundation is towards charitable projects
involved in the fight against social exclusion.
2.1.2. CSR Commitment, Impact, and Motives
2.1.2.1. CSR Commitment
“A company can focus on its commitment to a social cause in various ways, including
donating funds, in-kind contributions or providing other corporate resources such as
marketing expertise, human capital (e.g. employee volunteering), and R&D capability
dedicated to a cause.” (Du et al., 2010, p.11). Dwyver et al. (1987) argues that there are
multiple aspects to take into account regarding commitment, such as;
The amount of input - for instance time, money, etc.
The durability of the association - for instance the amount of time a company has
been committed.
The consistency of the input - how consistent the company is in its commitment. For
instance, donating the same amount of money every year.
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2.1.2.2. CSR Impact
Du et al. (2010) argues that instead of measuring the input aspect of a company’s CSR
activities, the measuring should be regarding the result of the input. In other words, how a
company’s investments into CSR activities impacts the society and the actual benefits that it
will bring towards the targeted audience of a social cause. Focusing on the result from the
CSR investments, and doing so in a low-key manner, is also effective in regards to the
marketing strategy, since it decreases the impression of bragging from the company (Sen et
al., 2009).
2.1.2.3. CSR Motives
As discussed in the introductory chapter, there is an old assumption perceiving CSR activities
as a tool for companies to bring back profit. Du et al. (2010) asked the question if a company
should emphasize their solely intrinsic motivation, or to be honest regarding the business
benefits as well when communicating the CSR investments. Maignan and Ralston (2002)
conducted a research in regards to this topic which gave mixed results, showing that there are
companies that communicate both their intrinsic motivation and companies that communicate
their extrinsic motivation. Webb and Mohr (1998) argue that the durability of support can be
used as an indication regarding the motivations of the firm. Where long-term commitments
will be perceived as a genuine concern from the organization towards the welfare of the
society and/or community, and short-term commitments is more connected to an exploit for
the company to bring back more profit.
Other research has shown that acknowledging a motivation regarding both aspects of initial
investment into CSR will result in a higher acceptance and decreasing in skepticism from
stakeholders (Foreh and Grier, 2003). Ellen et al. (2006) argues that consumers have a
tendency to perceive multiple motives from the company regarding the CSR initiatives, no
matter what is communicated. Therefore, stated by Porter and Kramer (2007), a company
should acknowledge that the motivation for the CSR initiatives will be from both internal
(feeling of responsibility) and external (bringing back profit) reasons.
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2.1.3. Trust
Previous research has started to show that the decision making process within the B2B
market is not only based on objective aspect but rather is affected by more intangible aspects,
such as a supplier's brand (Brown et al., 2011). In addition, Williamson (1993) states that in
general relational economic exchanges trust plays an important role, especially in regards to
business to business relationships (Dwyer et al., 1987). Trust reflects on a party’s
benevolence, trustworthiness as well as their integrity (Mayer et al., 1995) According to
Ganesan (1994), trust should be viewed from two different aspects; credibility and
benevolence. Credibility is explained, by Ganesan and Hess (1997, p.440), as “[...] a focal
partner's intention and ability to keep promises and deals with partner characteristics such as
task specific competencies, reliability in the delivery of goods and services, and predictability
in terms of job related behavior.” Benevolence, on the other hand, is explained as “[...] the
qualities, intentions, and characteristics attributed to the focal partner that demonstrate a
genuine concern and care for the partner through sacrifices that exceed a purely egocentric
profit motive.” (Ganesan and Hess, 1997, p.440).
CSR activities will arouse some emotional perceptions for the company in the eyes of current
and potential customers (Lai, et al, 2010). Therefore it is important for companies not to only
talk about their supposed CSR activities without actually conducting them to the full extent -
so called greenwashing (Arendt and Brettel, 2010). Greenwashing is a term used when
companies are misleading (potential) customers regarding the company’s work towards
environmental issues (Delmas and Burbano, 2011). Arendt and Brettel (2010) argue that the
suspicion for greenwashing of companies and the underlying motives of the firms arrive from
the many different and broad definitions of CSR. The fact that the suspicion of greenwashing
or companies not living up to their word on CSR activities still exists says that the CSR
activities affect the credibility of the company in question. Du et al. (2010) explains that the
more the customers understands the underlying motives of a company’s CSR activities, the
more willing they will become in developing a win-win perspective. Trust does play an
important role within B2B relationships and will affect the efficiency of a firm’s marketing as
well as relationships commitment and continuity (Han and Childs, 2016).
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2.1.4 Stakeholders Definition
According to Du et al. (2010), the recipients of CSR communication are the stakeholders.
Stakeholders are, in Dawkins (2005) article, classified into two types; Opinion-leader
Audiences and The General Public.
2.1.4.1. Opinion-leader Audiences
The stakeholders which Dawkins (2005) classifies as an opinion-leader audiences type
include;
Business press
Investors
Non-governmental organizations (NGO’s).
It is not uncommon that opinion-leader audience stakeholders work proactively to investigate
how specific companies work with CSR, in order to build up a clear picture for each
company (Du et al., 2010). These CSR ‘experts’ look for trends, targets, indicators, etc. in a
detailed manner and would therefore, e.g., thoroughly study a company’s CSR reports.
However, Du et al. (2010) state, with regards to the investors, that no everyone within the
opinion-leader audiences has their main focus as the CSR ‘experts’. The investors are more
interested in the company’s shareholders value and would therefore focus their attention
towards the business aspects of the CSR activities. “Accordingly, when communicating CSR
to this stakeholder group, companies should explicitly discuss the business impact of their
CSR activities, and how their social initiatives are linked to key business metrics such as
customer equity, employee retention, corporate governance and risk management.” (Du et al.,
2010, p.16).
2.1.4.2. The General Public
Within the general public stakeholder type, Dawkins (2005) argues that customers and local
communities most often do not proactively seek CSR information about a company, not even
with subjects close to their respective hearts. The most effective two ways for companies to
reach the general public is to use a variety of communication channels, or to focus on one or
two highly relevant channels (Du et al., 2010). They continue on by arguing that the
communication channels usable to reach the general public are most likely independent
channels and include;
17
Tv
Press
Stakeholder word-to-mouth
Corporate communication channels
o Marketing campaigns
o Advertising
o Point of purchase information (e.g. printing CSR information on product)
2.1.5. Communication of CSR
One unique aspect with CSR is the recipients of the communication, since it can reach all
parties recalled as a stakeholder (Dawkins, 2005). Du et al. (2010), states that each of these
potential recipients will have different expectations of the business and different needs of
information which will result in different responses. Another factor, affecting the response of
the potential recipients, is which channel is used when communicating (ibid.). Foreh and
Grier (2003) argues that no negative response can be achieved from the actual CSR activities
per se, but towards the usage of CSR activities in marketing strategies, making the marketing
manipulative or deceiving. Friestad and Wright (1994) agrees with the previous statement by
arguing that a CSR message should still have its main focus on either the company or the
products, rather than a social issue. Because if a CSR message is predominantly about a
social issue, the risk for suspicions of other motives with customers will increase. To work
against this, Menon and Kahn (2003), states that it is important for companies to emphasize
their CSR activities which are not directly related to the business the company conducts.
Du et al. (2010) presents, in their paper, a conceptual framework model regarding CSR
communication (see model 1). Within this model it is possible to see what the message
should include and the channels it can be sent through, as well as what will influence the
interpretation of the CSR message (see contingency factors in model 1). Last but not least,
possible outcomes are identified, divided into internal and external outcomes. Internal
outcomes include aspects such as;
Awareness
Attributions
Attitudes/Identification
Trust.
18
Within the external outcomes, Du et al. (2010) have included;
Consumers - including a possible increase in purchase, loyalty and advocacy
Employees - including a possible increase in productivity, loyalty, citizenship
behavior, etc.
Investors - including a possible increase in the amount of investment capital and
loyalty.
Model 1
Source: Du et al., 2010
2.2. Internal Communication
2.2.1. Definition
In order to comprehend what internal communication encompasses, existing definitions will
be reviewed and discussed. The first definition discussed by Welch and Jackson (2007)
defines internal communication from a stakeholder’s perspective and states that it regards
Message Content Issue Importance Initiative Commitment, Impact, Motives, Fit Message Channel Corporate CSR Report Corporate Website PR Advertising Point of Purchase Independent Media Coverage Word-of-Mouth
Internal Outcomes Awareness Attribution Attitudes, Identification Trust
External Outcomes Consumers Purchase, Loyalty, Advocacy Employees Productivity, Loyalty, Citizenship Behavior, Advocacy Investors Amount of Invested Capital, Loyalty
Stakeholder Characteristics Stakeholder Types Issue Support Social Value Orientation
Company Characteristics Reputation Industry Marketing Strategies
CSR COMMUNICATION CONTINGENCY FACTORS COMMUNICATION OUTCOMES
19
how a particular organization manages all interactions between people with an interest or
impact that occurs within the organization. This definition places its focus on the handling
and management of the interactions within an organization. However, Welch and Jackson
(2007) argue that since the result of interactions is relationships, meaning it is vital to include
relationship when defining internal communication. They also discuss the issue brought to
life by Cherney and Christensen (2001) saying that internal and external communication do
not exist as two different fields and should instead be view together as organizational
communication. However, they continue to explain that external organizational
communication includes public relations, issue management as well as marketing, whilst
employee relations, organizational development and mission statements are part of internal
communication.
Kalla (2005) explains that when discussing communication within an organization it should
be mentioned in a plural sense since it implies multiple interactions within a firm.
Continuing, Kalla (2005), define internal communications as “[...] all formal and informal
communication taking place internally at all levels of an organization.” (p.304). According to
both Burgess (2005) and Ghosal et al. (1994), internal communication is identified as one of
the essential parts in increasing a firm's effectivity, due to the ability to share knowledge.
This resulting in not only benefits towards employees, increasing their satisfaction and
productivity, but can also give an organization a competitive advantage in the external
positive contributions the well-informed employees are able to make (White et al. 2010;
Louhiala-Salminen and Kankaanranta, 2012)
The definition from Kalla (2005) will be the one followed throughout this paper due to its
focus on both the formal and informal perspectives on communication. Saying that it is not
only, e.g., emails, formal statements, or conversations during meetings that should be
classified as internal communication, but instead all interactions within the company and its
organizational culture.
2.2.2. Four Internal Communication Domains
Kalla (2005) presents four domains that are included in internal communication or, in other
words, subcategories of internal communication. The four domains discussed in her article
are;
20
Business Communication
Management Communication
Corporate Communication
Organizational Communication
2.2.2.1. Business Communication
Reinsch (1996, p.28) states that business communication is a practical-science and defines it
as “[...] the use, adaptation, and creation of languages, symbols, and signs to conduct
activities that satisfy human needs and wants by providing goods and services for private
profit.” However, Kalla (2005) states that many authors that use the term business
communication have a tendency to refer to more specific skills such as letter writing, for
instance. Easily said, business communication focuses on communication skills of the
employees within an organization.
2.2.2.2. Management Communication
According to Kalla (2005), management communication is in regards to the development of
managers’ communication capabilities and skills. In other words, it could be regarded as “[...]
the development of the knowledge sharing skills of managers.” (Kalla, 2005, p.305).
Communication as a competence is an important part of any managers since communication
to subordinates does take up a lot of the manager’s time, also affecting the employee’s job
satisfaction (ibid.). Kalla (2005) argues that business letter writing, use of graphic aids, oral
presentations, and listening is all part of a manager's everyday tasks and should therefore be
skills to constantly develop.
2.2.2.3. Corporate Communication
The focus of the corporate communication domain is, according to Kalla (2005, p.305), “[...]
on the formal corporate communication function [...]”. Argenti and Forman (2002) states that
corporate communication is the voice, and the images, given from the organization towards
the various audiences on the world stage. Kalla (2005) argues that all the various internal and
external communication functions could be included into corporate communication, and
therefore internal communication should be referred to as employee relations.
21
2.2.2.4. Organizational Communication
Organizational Communication has its focus on philosophical and theoretical issues (Kalla,
2005). Tourish and Hargie (2004, p.10) states that organizational communication is “how
people ascribe meanings to messages, verbal and nonverbal communication, communication
skills, the effectiveness of communication in organizations, and how meanings are distorted
or changed while people exchange messages, in both formal and informal networks.”
2.2.3. Rethinking Internal Communication
Welsh and Jackson (2007) discussed the aspect of internal communication and according to
them there was a need to rethink the whole process and how it should be viewed. With this in
mind, a model was developed and explained (see table 2).
Dimension Level Direction Participants Content
1. Internal line
management
communication
Line
managers/
supervisors
Predominantly
two-way
Line
managers-
employees
Employees’ roles
Personal impact, e.g.
appraisal discussions,
team briefings
Team Information,
e.g. team task
discussions
2. Internal team
peer
Team
colleagues
Two-way Employee-
employee
Team information, e.g.
team task discussion
3. Internal
project peer
Project group
colleagues
Two-way Employee-
employee
Project information,
e.g. project issues
4. Internal
corporate
communication
Strategic
managers/top
management
Predominantly
one-way
Strategic
managers-all
employees
Organizational/corpor
ate issues, e.g. goals,
objectives, new
developments,
activities and
achievements
Table 2
Source: Welch and Jackson, 2007.
22
According to Welch and Jackson’s (2007) model, four dimensions of internal communication
exists;
1. Internal Line Management Communication - appears at every level within the
company as the senior managers also have to answer to their superiors. The
communication within this dimension is two-way and is with regards towards
employee roles as well as “[...] the impact of their personal communication.” (Welch
and Jackson, 2007, p.185). However, the day-to-day communication regarding target-
setting, access to resources, appraisal meetings, human resource management, and
financial management are also included within this dimension. This has also been
called superior-subordinate communication by previous researchers
2. Internal Team peer Communication - is a two-way communication method, taking
place within teams of the organization, including managers as well as employees.
However, in this sense it should be considered as either peer-to-peer or employee-to-
employee since the participants are within the same group. The discussion revolves
around the task that the team has been set out to finish (Welch and Jackson, 2007).
3. Internal Project peer Communication - involves employees working on specific
projects. The discussions are regarding the project issues and are conducted in a two-
way manner. Participants within this dimension can include both managers and
employees, but since they are part of the same project the communication should all
be viewed as employee-to-employee (Welch and Jackson, 2007).
4. Internal Corporate Communication - Welch and Jackson (2007, p.186) define internal
corporate communication as “[...] communication between an organization’s strategic
managers and its internal stakeholders, designed to promote commitment to the
organization, a sense of belonging to it, awareness of its changing environment and
understanding of its evolving aims.” It derives from a more broad perspective as its
focus is on communication to all employees within the organization. Due to the fact
that this dimension is mainly conducted in a one-way direction, it is emphasized that
the information communicated is “[...] clear, consistent and continuous [...]” for the
improvement of building employee engagement (Welch and Jackson, 2007, p.186); a
statement also made by Saks (2006).
23
2.2.4. Internal vs. External Environment from an internal communications
perspective
It is important to take the internal environment into consideration when discussing internal
communication, since, according to Welch and Jackson (2007), it generates the climate and
atmosphere where the communication will occur. They separate the different environments
into external and internal. First considering the external environment, it can be divided into
macro and micro forces. The macro forces consist of economical, political, social,
technological and legal parties and do not affect the organization in a direct manner (ibid.).
The micro forces consist of customers, suppliers, competitors, etc., in other words parties that
are more closely related to the organization and can directly affect it (ibid.). However, the
internal environment involves aspects of the “[...] organization’s structure, processes, culture
and subcultures, organization behavior such as management and leadership style, employee
relations and internal communication.” (Welch and Jackson, 2007, p.191).
The aspect of internal environment helps to understand the context in which the
communication occurs (Anderson and West, 1998; Smidts et al., 2001; Chen and Lin, 2004).
Welch and Jackson (2007) continue on by saying that aspects such as culture and attitude
towards communication systems will have an effect on the climate in which the
communication takes place. Climate is explained as the environment where the
communication takes place and is influenced by both individual psychological and shared
psychological contracts (Welch and Jackson, 2007; Smidts et al., 2001).
24
3. Method
In this chapter, the chosen method in order to conduct the research will be explained. Firstly
a summary of the chosen approach will be explained followed by an explanation of each
concept and term mentioned in the chosen approach and why they were chosen.
3.1. Chosen Method
Considering the breadth of the terminology of CSR (Arendt and Brettel, 2010; Lichtenstein et
al., 2004; Vaarland et al., 2008; Skudiene and Auruskeviciene, 2012; Davis, 1973; Werther
and Chandler, 2006), this study followed an inductive research approach. This gave the
possibility to build up the knowledge and gather the information regarding the subject
without any prior theories in mind (Bryman and Bell, 2011). The chosen strategy for this
research was qualitative. This was mainly due to the possibility to go more in depth within
the subject, identifying not only the level of internal communication needed to comprehend
the CSR activities, but also the process, positives and negatives of the relationship, etc. All of
which would not have been possible to the full extent with the statistical result of a
quantitative strategy. Another reason was also the position of the researcher and the
possibility to conduct observations at the same time during the information collection phase.
The empirical information was mainly gathered through the combination of two approaches;
participant observation and semi-structured qualitative interviews. The participant
observation was chosen due to the researcher's position within the company, as discussed
earlier, which opened up the access to gather first hand practical information regarding the
research subject at hand. This participant observation was conducted over a period of two and
a half months, ending with the deadline for applications to the Foundation. Alongside this,
semi-structured interviews were conducted to complement the information gathered through
the observation, as well as to receive the perspective regarding the subject from the six local
coordinators, located at the different subsidiaries, participating in the Foundation. However,
two local coordinators was not met for a face to face interview and was only sent the
questions (alongside the main follow-up questions from previous interviews) via email, thus
eliminating the possibility to take notice of their non-verbal communication.
25
Besides the four local coordinators, the secretary of the Foundation, who also had the overall
responsibility of the development of the Foundation, as well as the former intern were also
interviewed, resulting in a total of six interviews (4 Local Coordinators, 1 Secretary, 1
Former Intern). However, the interview with the former intern was conducted over the
telephone. The questions were organized into three different subsections for the sake of
covering all areas as well as giving the questions a focus. Due to that two potential
respondents for interviews were not able to sit down for an interview, questionnaires was
developed based on the already conducted interviews and distributed. To be able to compare
the perspectives of the participants with the practical actions and activities conducted by the
company, the interviews was conducted and questionnaires was sent out whilst the participant
observations was still ongoing.
Analysis of the collected information was conducted by a constant comparison, developed by
Bryman and Bell (2011), which gave the possibility to keep a close relationship between data
and conceptualization. During the data analysis, previous research was reviewed and theories
were found for comparison.
3.2. Deductive vs. Inductive Approach
A deductive research is built up in the following way: researchers start by investigating
previous research and analyze what has been done beforehand (Bryman and Bell, 2011).
They continue by explaining that from the previous work, hypotheses are drawn, basically
stating what the result will show, which then either will be proven or rejected from an
information collection and analysis. Final result of such research continues to build on what
previous research has already started to investigate. Inductive research, however, starts with
observations or other findings and performs an analysis on these and finishing by going back
and finding subsidence in previous research and theories (Bryman and Bell, 2011). They
continue with arguing that “There are several reasons why a researcher’s view of the theory
or literature may change as a result of the analysis of the collected data:
new theoretical ideas or findings may be published by others before the researcher has
generated his or her findings;
the relevance of a set of data for a theory may become apparent only after the data
have been collected;
the data may not fit with the original hypotheses.” (Bryman and Bell, 2011, p.12).
26
This study followed an inductive research approach, however not to the full extent. Empirical
information was collected before the research of theoretical information, however, an
understanding of the two concepts, CSR and internal communication, was collected first.
This to be able to have a basic understating of what is included in the areas as well as being
able to conduct a more severe discussion with the interviewees.
3.3. Qualitative vs. Quantitative Approach
A qualitative research focuses more on in depth information gathering from a lower number
of participants (Hollensen, 2014). Utilizing a qualitative approach provides the possibility to
receive a complex documentary description of how individuals experience a specific research
topic (Saunders et. al., 2009). In comparison, a quantitative research involves focusing on a
large number of respondents with little information from each participant (Hollensen, 2014).
This information is often resulting in statistical numbers rather than words (Bryman and Bell,
2011). They continue on by stating that it a quantitative approach is often combined together
with a deductive research approach.
The absolute main difference between a quantitative and a qualitative research is within the
result of the information collected where a quantitative gives a result based on numbers and
statistics (Creswell, 2014), whereas a qualitative research results in worded information
collected (Jacobsen 2002). Creswell (2014) continues to argue that the result of a quantitative
research is easily interpreted and analyzed, as long as the purpose is close at hand. It is not
uncommon that a quantitative research is utilized when conducting a marketing research
(Kotler and Armstrong, 2014). Bryman and Bell (2011) explain that within a qualitative
research the result is given in text, which is later analyzed in order to reach a more in-depth
understanding than in a quantitative research. For an easy differentiation, see table 3 below.
27
Quantitative Qualitative
Numbers Words
Point of view of Researcher Point of view of Participants
Research Distant Research Close
Theory testing Theory Emergent
Static Process
Structured Unstructured
Generalization Contextual Understanding
Hard, Reliable Data Rich, Deep Data
Macro Mirco
Behavior Meaning
Artificial Settings Natural Setting
Table 3
Source: Bryman and Bell, 2011
For this study, a qualitative research approach was chosen. This was because of the broad
definitions that exists the two concepts of internal communication and CSR, giving the option
to receive more depth information regarding the subjects. Also, in reference to the purpose
being to study and explore a process between the two subjects, the qualitative research
approach was the most appropriate one.
3.4. Research Design
3.4.1. Experimental Design
Experimental research design implies to the use of two groups of respondents, one
experimental and one control group, with the participants unaware of which group they
belong to (Bryman and Bell, 2011). It is designed in that the experimental group receives the
treatment, and is then compared to the control group which does not receive the treatment in
question (ibid.). “The dependent variable is measured before and after the experimental
manipulation, so that a before-and-after analysis can be conducted.” (Bryman and Bell, 2011,
p.45).
28
This research design would not have fit this study since it would not have been possible to
differentiate the subsidiaries involved into only two different groups. This because of that
there were not only two different ways of conduct. Also, there was no treatment provided to
the participants and respondents involved in the study.
3.4.2. Cross Sectional Design
Also called a social survey design, the cross sectional design connected together with
conducting surveys and structured interviewing (Bryman and Bell, 2011). However, the
authors continue with stating that it includes other research methods as well, for instance
structured observation, official statistics, diaries, etc. Bryman and Bell (2011, p. 53) define
cross sectional design as “[…] the collection of data on more than one case (usually quite a
lot more than one) and at a single point in time in order to collect a body of quantitative or
quantifiable data in connection with two or more variables (usually many more than two),
which are then examined to detect patterns of association.” They continue on with
emphasizing that the quantitative or qualitative information is collected simultaneously, from
the multiple variables identified for the study. The variables could be people, organizations,
locations, etc. and it is common that more than two variables are chosen for one study for the
increase in variation and distinction between the cases (ibid.).
3.4.3. Case Study
“The basic case study entails the detailed and intensive analysis of a single case.” is the way
that Bryman and Bell (2011, p.59) start to explain the concept, which also defines it in a
simple and direct manner. However, it also brings up the discussion of what could be seen as
a case. Bryman and Bell (2011) explains that a case can be one out of four aspects;
A single organization
A single location
A person
A single event.
29
According to Eisenhardt and Graebner (2007), utilizing the case study research design has
become a very popular design when conducting research and this paper is no different. For
this study, the case would imply to be a single organization and a single event. One can argue
that a geographical location could be considered as an organization or workplace (Bryman
and Bell, 2011). However, it does not fit in this research since VINCI Group and, especially,
it subsidiaries in focus has their locations in different geographical locations spread across the
UK. The research did have its focus on the network of companies, all belonging to the VINCI
Group (single organization), involved in the development of the UK Foundation (single
event). Due to the position of the researcher when conducting this paper, following the design
for a single case research was the only logical choice.
3.5. Ethical Principles
When conducting any type of research, ethical aspects come into play which have to be
considered and could, according to Bryman and Bell (2011), be divided into four different
areas;
Harm to participants
Lack of informed consent
Invasion of privacy
Deception
3.5.1. Harm to Participants
Bryman and Bell (2011, p.128) defines the concept as; “Research that is likely to harm
participants is regarded by most people as unacceptable.” However, the use of the work harm
in this sense can bring forth a number of different types of harm;
1. Physical harm
2. Harm to participants development of self-esteem
3. Source for stress
4. Harm to career prospects or future employment
5. Inducing subjects to perform reprehensible acts.
30
Keeping these ethical topics in mind, especially number two, three, and four, the choice to
keep the interviewees real identity anonymous was taken. This to significantly decrease the
risk of bringing forth any negativity towards them based on what information was given. This
was an aspect important to keep in mind due to that six subsidiaries were involved with the
research, increasing the possibility for comparison. Since the aim of the research was to
identify means of internal communication of CSR activities to determine what was
successful, safety measures had to be taken.
3.5.2. Lack of Informed Consent
Lack of informed consent is referring to when a researcher does not inform the participant(s),
or the people involved, to the full extent regarding the topic of the research, or when
collecting information (Bryman and Bell, 2011). A large part in this concept, according to
Bryman and Bell (2011) is regarding any type of covert observation taken part from a
researcher. “The principle means that prospective research participants should be given as
much information as might be needed to make an informed decision about whether or not
they wish to participate in a study.” (Bryman and Bell, 2011, p.133). When conducting a
covert observation, the option to choose if wanting to participate in the research or not is
taken away for the participant(s). That means, whether they give consent or not, they would
be a part of that research (ibid.). To ensure this would not be a problem, a thorough
discussion took place before entering the company regarding that the internship was intended
as an information source for conducting this research. This was also approved before the
information collection was initiated. Alongside this, any information taken from internal
documents was pre-approved by the person in question before used in the research.
3.5.3. Invasion of Privacy
It is not considered acceptable to invade an individual's privacy in the sole purpose of
research, especially since many people tend to hold their privacy dear (Bryman and Bell,
2011). They continue with explaining that the aspect of privacy is closely linked to the
previous discussed aspect of lack of informed consent in the sense that if any level of
personal information will be needed (both from an individual or an organization) for the
31
research, the participant will need to be informed of this before agreeing to participate.
However, it is not uncommon that even after a participant has agreed to an interview, there
are still some questions that will be left unanswered. Often this is because of that those
questions can reveal private information which the participant does not wish to air in public,
even if the interview is taken place in a private location (ibid.). Bryman and Bell (2011) states
that even though some topics are considered as taboo, it is impossible for the researcher to
forecast which questions would be considered sensitive caused by the personality of the
participant. Therefore it is important to treat every question and topic with care and give the
participant the option to withdraw if wanting.
3.5.4. Deception
Deception is, plainly said, when a researcher present the research as something it is not
(Bryman and Bell, 2011). However, deception takes place to some degree in most research
since researchers tries to bring forth more natural answers by limiting the participants’
knowledge regarding the topic of the study (ibid.). When setting up the interviews for this
research, the approached participants was given an explanation of what the paper will be
focusing on. The option to ask questions, before, during, as well as after, the interview took
place, clearing up any confusion regarding the report, was given each of the participants.
3.6. Research Approach
3.6.1. Primary Information
Primary information collection is conducted when the researchers have themselves
participated in the collection (Jacobsen, 2002). Jacobsen later continue to explain that it could
include an observation of relevant people, actions, and situations at different events, business
meetings, congresses, etc. which also Kotler and Armstrong (2014) agrees on. Although
observation is one way of collecting primary information, it could also be conducted through
a survey or experiment (ibid.). Kotler and Armstrong (2014) as well state that conducting a
survey is the most widely used, and best, method for collecting descriptive primary
information about a subject.
32
This study chose to conduct the collection of primary data through observations as well as
through semi-structured interviews. The semi-structure was chosen due to the fact that it gave
the interviewer the option to ask questions that were appropriate based on the answers given
by the interviewee (Bryman and Bell, 2011).
3.6.2. Ethnographic Inspiration
According to Bryman and Bell (2011) it is not uncommon that ethnographic research is
directly connected with participant observations, and to some extent it is. They continue by
stating that “An ethnographic approach implies intense researcher involvement in the day-to-
day running of an organization, so that the researcher can understand it from an insider’s
point of view. In order to become immersed in other people’s realities, organizational
ethnographers, like their anthropological predecessors, engage in fieldwork that tends to
commit them to a period of time spent in the organization, or a long stay ‘in the field.”
(Bryman and Bell, 2011, p.425).
However, the increase in popularity for utilizing organizational culture as a concept changed
the meaning of ethnographic method. It turned into the practice of studying people and
cultures within a company (Bryman and Bell, 2011). Since this was not the aim for this
research, a complete ethnographic method was not adaptable. It did, however, inspire the
information collection process through immersing into a company and conducting a practical
observation within it.
3.6.3. Participant Observations
Although conducting interviews with individuals of interest is one of the most common
sources of information, to solely base a research on interviews is can be seen as usage of
fleeky contacts (Bryman and Bell, 2011). This meaning that, even though interviews are
likely to last for a long period of time, there might not be a relationship established meaning
that full disclosure of the information might not be achievable (ibid.). In participant
observation, due to the longer time spent observing, relationships and trust are able to be
established and more information is possible to bring forth. Bryman and Bell (2011, p.495)
argues that “[...] prolonged immersion in a social setting [...]”, alongside with conducting the
33
type of activities as the members inside that social setting, facilitates the ability to see as
other sees. Through participant observation, it is also possibly to view the hidden activities,
for instance, socialization rituals (ibid.).
Quotes from observations will not be word-by-word quotes, rather capturing the essence of
what each person wanted to convey. Documents, emails, or any other material information
used and witnessed during the participant observations will, to the best of the researcher’s
ability, be referred back to through names of the documents and when they were created. The
participant observation was conducted over a period of two and a half months within the
business development department.
Important to remember that the observation will have an unconscious interpretation when,
and what, information should be considered as important for the report (Bryman and Bell,
2011). This interpretation will be based on the researcher's previous experiences, personality,
philosophic view, knowledge, etc. If another individual would conduct a similar study with
the similar circumstance, it would still not guarantee the same conclusion due to a different
initial interpretation in the observation phase.
3.6.4. Qualitative Interviews
In order to complement the information collected through the observation, open interviews
was conducted (Jacobsen, 2002). The interviews followed what Bryman and Bell (2011) refer
to as, a semi-structured approach to give the interviewer the option to ask follow-up questions
based on the answers that were given to receive more detailed information without losing
focus on the subject. The questions were categories into three categories;
Corporate Social Responsibility - questions to explain the interviewee’s view of CSR,
what activities they would include within CSR, how the company has conducted CSR
activities prior to the recent investment, etc.
Internal Communication - questions to explain the concept of internal communication
and how it differs from external communication, how it is conducted within the
company, how they have communicated the invested CSR activities, etc.
Response of the Foundation - questions regarding their overall feeling regarding the
response, what the response has been within each of the subsidiaries, etc.
34
The focus of the interviews was to enquire the in-depth perspective of the interviewees, as it
was meant to complement the information collected through participant observation.
Therefore, asking questions which answers were already known gave the opportunity to
acquire different views regarding the topics. It was important to be able to collect the
majority of participants’ perspectives through interviews rather than questionnaires. This
since interviews, no matter if through telephone or in person, gives the interviewer flexibility,
such as the possibility to explain difficult questions and skipping questions which has already
been answered (Armstrong et al. 2012; Kotler and Armstrong, 2014). Kotler and Armstrong
(2014) continue on stating that interviewers should always try and strive for personal
interviews since it gives the interviewee a more personalized feeling, resulting in more
elaborated and in-depth information. Also, it reduces the risk of misinterpretation due to the
non-verbal cues which would be missed in a telephone interview (ibid.). However, due to
geographical distance, one interview was conducted over the telephone. This was done with a
facecam on to make the interview as close to a personal interview as possible.
The lengths of the interviews varied, with the shortest of just over 45 minutes and the longest
lasting for one hour and ten minutes. According to Bryman and Bell (2011), the length of the
interviews does not necessarily reflect on the quantity or quality of usable information. All
interviewees gave an approval regarding being recorded for later transcription. This gave the
interviewer the ability to focus on developing the discussion with the participant, asking
follow-up questions, keeping eye-contact, pick up nonverbal communication cues, etc. in
order to achieve a complete understanding of the interviewer's perspective (ibid.).
3.6.5. Employee Selection for Interviews
The sample of interest for interviews was selected through the involvement in the company’s
CSR activities (Bryman and Bell, 2011). Within each of the six subsidiaries there is an
employee titled local coordinator whose assignment is to handle the CSR activities for that
company. Tasks within this perimeter include communicating the CSR activities to internal
personnel as well as handling applications, and were therefore seen as a large information
source. Also, the senior manager responsible for the success of the CSR activities was seen as
a source of information. The last person identified as a part of the sample is the previous
intern for the company whose assignment was to assist in the development of the UK
Foundation (company’s main CSR activity), handling all the legal aspects and paperwork that
35
comes with it. This means that the total number of people in the sample was eight individuals,
divided into six local coordinators, one senior manager with overall responsibility, and one
previous intern.
Interviewee Subsidiary Position Time in
Position
Interview
Date
Secretary VINCI Energies UK Marketing Director 16 Years 19/04/2016
Local
Coordinator 1
VINCI Energies UK Pensions
Administrator 9 Years
14/04/2016
Local
Coordinator 2
VINCI Construction
Grand Projet
Marketing and
Communication
<10 Years 18/04/2016
Local
Coordinator 3
Eurovia Sustainability Advisor 2 Months 18/04/2016
Local
Coordinator 4
VINCI Construction Communications
Director
3 Years 27/04/2016
Previous
Intern
VINCI Energies UK Intern - Master
Student
6 Months 19/04/2016
Table 4
Source: The Author
3.6.6. Questionnaire
Two employees of interest for interviews were, due to unseen circumstances, not able to
participate in a qualitative interview. To be able to collect information from these, a
questionnaire was constructed based on the majority of the questions and follow-up questions
from already conducted interviews. The usage of a questionnaire, according to Bryman and
Bell (2011), limits the level of information collected because it significantly reduces the
possibility for follow-up questions and development of a discussion. Alongside this, the risk
of misunderstanding both the questions, from the participants’ side, and the answers, from the
researcher's side, increases. However, due to the lack of availability to set up a meeting
caused by a busy schedule, the solution of a well-developed questionnaire was the most
fitting one.
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3.7. Data Analysis
Bradley et al. (2007) argue that there is no one way to conduct a data analysis on a qualitative
research and that it is an ongoing process already starting in the early stages of the data
collection. However, this research mainly followed a tool within the grounded theory,
constant comparison which Bryman and Bell (2011) states is utilized for keeping a close
relationship between data and conceptualization. In order to conduct this method fully,
multiple stages of data collection are required (Creswell, 2014). Through the tool of constant
comparison, the ability to compare the information from observations with the information
from the interviews was available.
3.8. Quality Criteria
3.8.1. Validity
In order to implement trustworthy information into this study, two approaches of validity-
control have been executed. First; prolonged time, i.e. by developing an understanding about
the concept beforehand, whereas the results can be reflected into the knowledge the
researcher holds and enhance the validity (Creswell, 2014). Secondly, member checking, i.e.
the result from each interview was brought back to the participants to give consent that it
followed what was said (ibid.). This to make sure that the result was not subjectively written,
which a concern regarding a qualitative research is brought to life by Bryman and Bell
(2011).
3.8.2. Reliability
Having a reliable study indicates, according to Creswell (2014, p.201), “[...] that the
researcher’s approach is consistent across different researchers and different projects.” To
ensure this research's reliability, the semi-structured question template was constructed to
avoid misunderstandings, and was implemented with control questions to check the answers
reliability. Furthermore, the results were also based on the VINCI Group’s current strategies
due to the author’s position within the company where the results could be double-checked
though access to related documents and repeatedly discussed topics.
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4. Empirical Findings
In this chapter, the information gathered from the conducted interviews and the participant
observation will be shown.
4.1. Internal Communication
4.1.1. Definition
When asked to define and explain what internal communication is, many different points of
views were given by the interviewees. The shared view of internal communication is that it is
focused inwardly into the company, rather than outwardly. Communication and sharing of
information between employees, and to other internal stakeholders, are examples given
during the interviews. The secretary stated that “[…] letting your stakeholders know what is
happening, where they fit in, giving both good and bad news when necessary, as well as
knowledge sharing through the group, are all part of internal communication.” The goal is to
make sure that every employee are aware of the situation and progress within the company.
Informing them of all the initiatives the company, this according to one local coordinator is
not always conducted, with the communication tool Network Together as an example (further
explained in 4.1.2.).
It was said by a local coordinator that the communication does not have to be in a formal
situation in order to be classified as internal communication, conversations that occur in
informal settings, such as hallways, are also within that category. Following this statement, it
was said that the information within the company should be transparent, that all the
employees should have access to all information. This was later disagreed upon by the
secretary of the UK Foundation, saying that internal communication is about making sure that
knowledge is shared, with the exception of confidential information. Acquisitions, technical
solutions, and personal data were given as examples for confidential information.
Other approaches to internal communication were stated, arguing internal communication as
a part of another concept, such as Global communication or Organizational communication.
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Global communication was explained as all communication might not be external, but all
information can be seen as internal. This since the public will not have access to the internal
information, but the external information will be available for the internal stakeholders as
well, giving them access to both internal and external information. Therefore, this local
coordinator had the view of global communication, with the information aimed towards
internal or external stakeholders. Also, one local coordinator states that “[…]external
communication is mainly concerned with the ‘selling’ of the company to clients and the
general public, internal communications should be about enhancing the employment
experience of all employees.”
Organizational communication was explained as the communication within a group, or in this
case, within the VINCI Group. One local coordinator stated that “Internal communication is
the communication within one of the subsidiaries. When the different subsidiaries have
contact between each other, regarding for instance the UK Foundation, it is not internal
communications anymore, but rather organizational communication.” This is since the
different subsidiaries are individually registered companies and even works independently.
But, important to have in mind is that internal communication is not solely regarding
communicating, it is about involvement as well.
4.1.2. How Internal Communication is conducted in the VINCI group
The communication within the VINCI group, between the companies within the group, has
developed and become significantly better the last decade. The main tool for information is
still email but the language problems have decreased. This is since the messages from France
are now being presented in English to the UK. There are however, according to the secretary,
still times when the question arises why the French offices do not ask any of the UK offices
for help constructing the information piece supposed to be in English. But overall, the quality
of the English emails from France has improved. According to the secretary, there is some
sort of communication occurring several times per week, something that was not confirmed
by one of the local coordinators. According to that local coordinator, it occurs lesser times
and the internal communication within the VINCI group is not so obvious and not so open.
Continuously stating that there is a good relationship built up between them but there is just
no call or need for communication between the businesses.
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The same local coordinator continues on by explaining the absolute main advantage of
having a good relationship within such a large business group - teamwork. When the need
arises to acquire information regarding a subject or an assignment, there is always someone
somewhere within the VINCI group that is in possession of that knowledge or information.
The only issue is to find that person. For this, as well as for any type of internal
communication, multiple tools could be used;
VINCI magazine - are issued every quarter and is of really good use for applying the
big picture. Throughout the recent years, it has risen in quality is now considered as a
good quality magazine.
VINCI Intranet - an internal internet platform where huge amounts of information is
stored, e.g. directory to all personnel within the VINCI group including both email
addresses and phone numbers.
VINCI Group Webpage - externally intended, but can be used by internal stakeholders
to find recent news about the company.
Press releases - can reach the internal stakeholders as well.
Social media - used to find the absolute most up-to-date announcement.
Clubs - where the people involved in a certain club can discuss topics at hand.
Annual report - informing the key figures regarding the company.
Network together - can be described as an intranet 2.0. A online software where
information can be shared, discussion groups (communities) can be established and
documents can be shared as well as even simultaneously worked on by two different
users at the same time. However, due to the extremely bad information provided upon
the release of the software have led to confusion on how to use it. At the moment,
there are only a few active communities. The problem, according to a local
coordinator, was that “[…] upon release, there was no real drive from the VINCI
communication department.”
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Lync (Skype for business) - is a communication tool that every employee are supposed
to have access to. It is described as an easy to use messenger where the user is able to
chat, call, or have video conferences with other users via the computer.
The major aspect in need of development within VINCI Group in regards to the internal
communication is the two-way communication. The majority of the interviewees agree that
the information provided is mostly one-way with little ability for feedback. The overall
feeling of the interviewees is that it is possible to receive feedback to some extent, but it is
not always possible. Also, one local coordinator brought up the issue that information which
is used in a one-way manner should be controlled in terms of keeping track of weather it
reaches the targeted audience. However, no suggested solution was given.
4.1.3. How Internal Communication is conducted in the VINCI subsidiaries
The tools mentioned and explained by the respondents that the subsidiaries uses in regards for
internal communication are:
Newsletter - published each third or fourth month, depending on subsidiary,
communicating and informing the readers of the major updates within the company.
Linkedin - used as an information source, point of contact and publishing news
regarding the company.
The subsidiary’s webpage - used as a source of information when needed. Contains
the general information regarding the company accessible for the external
stakeholders.
Intranet - a large source of information where the employees are able to find news
published every day. A few tools differ from one subsidiary’s intranet to another.
Some examples are that VINCI Construction and VINCI Construction Grand Project
both have a blog available for all employees to access, both for reading and posting.
VINCI Energies has a directory solely concerning the employees within its own
subsidiary, including the employees at every business unit.
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Yammer - is a social media tool recently developed by VINCI Energies UK and is at
the moment solely used within their respective company.
Health and safety bulletins - sent out on a regular basis throughout VINCI Energies
UK and their business units.
CR document - a summary of the corporate responsibility within the company. IS
currently used by Eurovia UK.
Email - part of the everyday work and is used multiple times daily. Mainly used to
share information, to either give questions or answers, or to inform specific
employees of diverse subject.
Phone - part of the everyday work and is, as email, used multiple times per day. Two
interviewees expressed the preference of using phone over email, due to believing that
it is easier to explain with voice rather than in text. Also because, according to the two
interviewees, it is easier to remember what was discussed.
Lync (Skype for business) – used on a day to day business (view above for
description).
The importance of a well-functioning internal communication was emphasized in the
interviews, due to the fact that VINCI, and the subsidiaries, have a decentralized structure.
This means that, firstly, each of the subsidiaries is decentralized when it comes to their
business units and office locations; secondly, the actual subsidiaries are spread out
geographically as well. In order to achieve a well-functioning communication within the
companies, the efficient use of internal communication was stated as highly important. In the
previous few years hard work has been put into bringing the European group and segments
together, developing an interaction on a daily basis. VINCI Energies UK has initiated
activities such as (1) the Sharing Success Seminar, (2) the Actemium Forum day, and (3) the
Budget Forum days. They have the purpose of sharing the strategic plans, figures, projects,
etc. throughout the subsidiaries to develop the teamwork. One of the goals is to work more as
a unit rather than individual silo’s. However, in order to do this successfully, the people need
to find out by themselves that it is possible to work together; otherwise it will not be
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successful. Organization of such days also gives the employees the opportunity to meet up
and discuss the larger internal announcements released.
4.1.4. Development of internal communication
The development regarding the internal communication differs between the subsidiaries. All
of them have a distinguished communication department, however the size and existence of
the department varies between the companies. VINCI Energies was the subsidiary that most
recently developed a separate communication department, about 5 years ago. The number of
employees within the communication department varies as well, from one subsidiary having
only two employees in the department, to another that was only explained as being a large
department. One thing that was common throughout the subsidiaries was that none of the
companies have distinguished the employees within the communication department into
solely focusing on internal- or external-communication. Instead, the employees within the
communication department have assignments regarding both internal and external
communication.
It was stated by a local coordinator that the human resource manager as well as the health and
safety employees have had major impacts in the development of the internal communication.
It was also explained by a local coordinator that news regarding the UK companies are
usually communicated in a good manner, but sometimes the news regarding the VINCI
Group outside of the UK is overseen in the manner that it is not fully communicated
internally within each of the subsidiaries.
There is a continuous development of the internal communication within the subsidiaries,
three of which are currently in the process of developing that company’s intranet. The
objective why is mainly to make it more user friendly, but there also are more specific
reasons; e.g. VINCI Construction wants to add an environment page to their intranet, or a
better connection to the newly switched email software as of VINCI Grand Projet. The
initiation and development of the sharing success seminar within VINCI Energies have been
well received so a local coordinator stated that a possible development within internal
communication would be “Having for example a smaller success seminar for the local
branches. For example, we have a few businesses near to us here and it could be good to get
together for just us.” However, it was continued on by acknowledging that a problem for
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initiating the sharing success seminar in smaller scales could be the time. Finding the time for
employees to attend this would be a problem.
There is also a call for a development of the company’s activities within social media. This
was argued since the new employees are younger each year and the younger audience is very
active on social media. Therefore it is an area where the subsidiaries should develop their
activities, to be able to reach the next generation.
4.2. CSR
4.2.1. Definition of CSR
It was stated that it is a relationship between the social and the financial performance of the
company. This meaning a company has a responsibility towards where they are involved or
have an impact. This since there is a feeling of responsibility when a company is part of the
community. It was explained as going alongside with sustainability, because in order to have
a fully developed CSR, as well as a fully developed company, one has to take sustainability
into account. According to the secretary, that includes social, environmental, and economical
issues alongside health and safety, which also was stated from a number of local
coordinators. Within environment, that could include activities such as tracking the carbon
footprint (how much carbon dioxide is released), recycling, as well as taking environmental
impacts into account in construction sites. Within society issues, one can find charities, local
communities, fundraising, among other activities that give back to the community. Health
and safety issues are defined as the overall health of the employees and partners involved
with projects. For example, low sick days, no injuries caused from work, making sure
everyone comes back from a construction site without any problems, etc. But it is also taking
other people's health and safety into account. It was states in the interview with the secretary
that training is issued where the topic is other people's safety. Simple aspects such as where
the employee parks the car when conducting work, that it is not parked so accidents can
occur, and other aspects that is easily forgotten or overlooked.
However, it was stated that CSR activities are to be seen as a tool for the company to achieve
a competitive advantage. One of the local coordinators stated that it originates evenly from
the feeling of responsibility and using it to bring back profit to the company. Another local
coordinator stated that even though CSR could be used as a way to present itself to the wider
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public and how it impacts the world, it should only be conducted if it can add value to the
company. It was stated that “A good CSR image from a company will bring long-term profit
back to the company.” For example if a potential customer investigates a supplier and
discovers that the supplier has the same values as the potential customer, they might become
more keen to work with that supplier, hence giving them a competitive advantage. Stated by a
local coordinator, “CSR can be viewed as making money from an ethical perspective.”
It was stated in multiple interviews that it is important that the CSR activities conducted by a
company be connected to the business activities that the company conducts on a regular
basis. Also, the level of impact the company’s business has on the both the community and
the environment is to be taken into account. An example brought to life was with the oil and
petrol businesses since they are seen as having a big impact on the environment, and how
they are supposed to be compensating for that. The point being that if a project existed
regarding construction of a powerline, how would that affect the environment, will there be
any damage to roads or forests, or will it simply deprive people of electricity in their homes?
All aspects has to be taken into account when projects are constructed to counteract the
impact the project will have. One of the local coordinators stated that “CSR activities should
not be considered as separate activities from everyday business. This meaning that it should
always be taken into account and should be considered as part of the day to day business.”
According to the interviewee, if separated it could be viewed as a choice whilst it should be
considered as mandatory.
It was stated in three of the interviews that it would probably not be possible for a company
to become a market leader without any type of CSR activities, since nowadays companies are
in the spotlight far more than just a few decades ago. Thanks to, for instance, the internet,
social media, as well as regular media, access to information regarding a company is quite
open. “Anyone is now able to find out a lot about a company and what they stand for without
asking them directly. Due to this increase in in available information, companies have to be
careful to not become the “bad guy” of the community.” It was also argued that there is an
increase both from employees and clients regarding activities that could be considered as
CSR. This increase has developed a perceived view of how companies are “supposed” to be
giving back and care about the community. However, this was described by a local
coordinator as “[…] an evolution in the corporate culture as well as everyday culture.” That,
because of the increase in available information, awareness regarding the CSR topics has
increased with it, giving people a stronger need and belief towards these topics.
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However, one respondent brought up the issue that the CSR activities of a company should be
done with caution, meaning that profit still has to come first. From further explanation it was
uncovered that it meant that companies should not be investing into CSR activities if they do
not have the profit beforehand. That even though CSR could be used as a way to present itself
to the wider public and how it impacts the world, it should only be conducted after profit has
been made. Also, it is vital to be cautious on how activities are conveyed to the stakeholders
of the company. All the activities said to be done by the company, have to be true to not
damage the image of the company. Clients do not want to work with dishonest companies, as
often it is perceived that as the dishonest company only tries to lure you in.
4.2.2. CSR activities prior to the Foundation
Recycling is one aspect brought to life throughout all the companies and how the usage of
water, paper, energy, etc. are all measured to make sure nothing is unnecessarily wasted.
Also, aspects as which cars are purchased and used, as well as the traveling aspect overall is
taken into account when measuring the environmental impact. The goal is always to strive to
the minimal impact possible. The carbon footprint is measured and analyzed every year for
possibilities to reduce it in the years to come.
Alongside this, regular funding is given to charities, sports teams, and schools by the
subsidiaries. How the funding was conducted differed between the companies. For example,
for the last couple of years VINCI Energies UK conducted two team building events once per
year, the wolf run and a dragon boat race. The wolf run is a 10 km obstacle race for which the
employees can apply to participate in, and in the dragon boat race the business units can
participate with a boat they obtain by donating. In both of these team building events, there
will be the possibility to raise money which will later be donated to a charitable cause of their
own choice. Since these activities are of physical act they also helped motivate employees to
go to the gym or go out for a run. This, in turn, improves their overall health and will result in
lesser sick days. This also implies as CSR according to the definition discussed above.
VINCI Energies UK alongside other subsidiaries also focuses on the use of local employees
when conducting projects, for example the construction of a power line in Scotland, to try
and counteract the unemployment problems that exist. Other activities from the other
subsidiaries involve offering the employees a few days off work with full pay to go and
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conduct charitable work as well as matching an employee's funding towards a charitable
cause. For example, if an employee of Eurovia cocducts a fundraising and donates the money
raised to a charity, Eurovia will match the employee’s fund to the same charity, with a
maximum of £300.
4.2.3. VINCI UK Foundation
4.2.3.1. Explanation of the VINCI UK Foundation Structure
VINCI UK has recently decided to follow other sister companies in other countries and
started to invest into CSR activities by initiating a foundation (UK Foundation). The purpose
of the UK Foundation is to give back to the community with the focus towards social
exclusion and isolation. No projects will be conducted from the company itself; instead
charity project will be able to apply for funding of currency to be used for purchase of
tangible products. However, there are some criteria that have to be met in order for a charity
project to be eligible. Since social exclusion is quite a broad umbrella, covering many
aspects, the UK Foundation has chosen to filter projects focusing on;
Integration Through Housing - providing access to housing for struggling individuals,
ex. accommodation for homeless, renovating homes for struggling families, etc.
Promoting Access to Employment - helping people back to employment, ex.
Internships, training, education, etc.
Inclusive Mobility - providing mobility to those deprived of means of transportation,
ex. cheap car rentals, transport for people with disabilities, etc.
Building Better Communities - providing support for struggling individuals in the
community, ex. youth centers, workshops, support for kids with abusive homes, etc.
Although the charity projects have to match one of the fields above, there are also other
criteria within the bye-laws stating that;
The project must be conducted by a registered charity.
The application must come from an organization.
It cannot be a political or religious end goal for the project.
The organization has to be a non-profit organization.
The project must be an ongoing event, not a one-time event.
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The project must involve a VINCI employee to act as a sponsor.
The project has to be local to the sponsor’s home or work, meaning within a driving
distance.
The role of the sponsor is to work as the middle man between the charity project and the
Foundation, devoting his time and knowledge to help the charity project for an amount of
time agreed upon by all parties (sponsor, charity, foundation, and sponsor’s manager) during
working hours. Other main parties include;
Local Coordinator - Each VINCI UK daughter company has their own who handles
the potential projects and sponsors from the different business units within their own
daughter company. Assignment also includes filtering down and summarizing the
potential projects, which is later sent on to the selection committee.
Selection Committee - Consists of an employee in a senior position from each
daughter company as well as two external experts. Assignment includes selecting
from the pool sent by the local coordinators the projects that should receive the
founding asked for and sending these to the board of directors for approval.
Board of Directors - Consists of the directors of all daughter companies as well as a
director for the main French VINCI Foundation. Assignment is to double check and
approve of the selected projects for founding.
The UK is the 10th VINCI country that initiates the VINCI Foundation within their operating
country and has since the start been followed by Spain as well. The initial VINCI Foundation
was started 2002 in France and since then, it has been growing substantially resulting in;
1600 projects supported
£20 000 000 in funding granted
2 200 sponsorships set up.
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4.2.3.2. Miscellaneous Information regarding the VINCI UK Foundation
Before the start of the Foundation, the CSR activities tended to be more fragmented, and the
development of the Foundation has now brought the involved companies together. An
initiation was tried around 2010, but at that point, it never got off the ground. According to a
respondent, the French Foundation was keen to develop the UK Foundation so they initiated
a Foundation on the Isle of Wight. Since the Isle of Wight and the UK have quite similar
cultures, it was possible to use as a stepping stone. In this project, VINCI Concessions UK
was highly involved.
When discussions were started in spring 2015, the CEO of VINCI Energies UK was one of
the front figures in pushing and motivating the other subsidiaries to invest into the
development of the UK Foundation. It was also decided that VINCI Energies UK would be
the subsidiary responsible for handling the development of the UK Foundation, with the local
coordinator at each subsidiary handling the applications originating from within their
company.
Since CSR is a broad subject, limits and regulations had to be set, and in order to be able to
go under the VINCI Foundation name, the aim of the UK Foundation had to follow some
strict regulations set by the French. Each of these locations (France, Netherlands, Belgium,
Slovakia, Czech Republic, Germany, Greece, Africa, and Isle of Wight) had to adapt and
develop their Foundation to fit their culture, but in order to be able to present a united front;
some regulations followed the same structure. Examples such as the logo, the focus on social
exclusion and isolation with the four criteria fields (housing, mobility, employment, and
building better communities), and the selection process are all regulations set by the French
Foundation. It was believed by a respondent that the focus of social exclusion was chosen due
to the unemployment problem that exists in France and since VINCI Group is as big as they
are, the responsibility of fighting that problem was developed.
When interviewees was asked to explain what the UK Foundation is and how it works,
everyone brought up the aim towards social exclusion and isolation, the four fields within the
aim, as well as the financial contribution between £3,000 and £20,000. Everyone brought up
the criteria of having one, or multiple, VINCI employee(s) involved in a sponsor role
between the UK Foundation and the charitable project. This meaning that all brought up the
main topics for the UK Foundation, the financial and human contribution, as well as the main
criteria.
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However, the majority did not continue on and mentioning the rest of the criteria, such as;
Application had to be from an organization
The organization must be a registered charity
The aim of the charity cannot be towards a political or religious purpose
The project must be of a sustainable manner
The project must be carried out by a non-profit organization
The project must be carried out from a small/medium size charity.
None of the interviewees brought up all of the criteria, and when the restoring criteria was
mentioned, it was never the same ones.
4.2.4. Communication about the Foundation
The communication about the Foundation differs between the subsidiaries, even when it
comes to the initial communication. The majority of the companies sent out an information
mail with a letter attached, alongside putting up an announcement on the company’s intranet.
One of the subsidiaries sent out a survey in early November 2015, informing the employees
that the UK Foundation will be developed and looking for initial response and interest.
Another subsidiary started by informing its business unit’s managers at manager meetings
and asked them to send out initial information to their respective employees. One of the
subsidiaries decided to conduct what they call a road show, meaning that they went and
presented the Foundation at each of their business units.
However, while conducting the first two presentations, they chose to push it back since they
wanted the printed material to be finalized before continuing. The printed material included
the development of the webpage, posters, sponsor guidebooks and the essentials leaflets. The
posters and webpage was developed first and when finalized, the posters and the link to the
webpage were distributed to all business units. The sponsor guidebooks and essentials leaflets
was printed on a later occasion, but when finalized they were also distributed to all the
subsidiaries for further distribution to all their respective business units. Once this was done,
the road-show’s continued on as well. The secretary also made sure to mention the
development of the Foundation at each board meeting, held every month.
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One of the local coordinators has taken use of the selected corporate responsibility (CR)
champions, located at each site. With their help, communication regarding the Foundation
could be made more efficiently as well as gathering and organizing the applications from
potential sponsors, since most ,of the applications have come from within the company.
Alongside this, regular appearance of the Foundation has been made on the intranet, on the
internal newsletters, as well as continued email updates to employees. The communication is
explained as a drip-effect, as soon as the communication regarding a topic stops, it becomes
history. This meaning that the communication within each company has to be done
continuously. However, no external call for applications has been made so far. One press
release has been organized. This was divided into a national release alongside a local release
for each subsidiary, if they wanted. The aim for the press release was not to bring forth more
applications, but instead to inform the public that the UK Foundation does exist and is live.
It was stated by two of the interviewees that the communication, both internal and external,
will be more efficient and effective as well as larger (external) towards next year’s
application. This since it will be proven to be working in the UK as well as being real and
live. Alongside, there will also be real examples of funded projects within the UK, hopefully
erasing the image of the Foundation as being specific to France.
4.2.5. Response to the Foundation
It was stated that even though the overall response has been very positive and better than the
previous attempt in 2010, “[…] the response has been as expected”. One local coordinator
was hoping for a higher response with applications, since in regards to the size of the
company in the UK, the response could be considered small. However, it was stated by
multiple interviewees that since it is the first year, the fear of receiving too many applications
resulting in the rejection of the majority of them exists. This because it is vital to build up a
positive image towards the UK Foundation and not get people thinking “It is no use applying
for this since only a few will get picked for funding anyway”. It was stated by one local
coordinator that responses has been received saying that due to the short application time this
year, they will apply for next year’s call instead.
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The overall feeling for the response for the first year was good, with employees giving
feedback believing that it is a good idea. The secretary stated that “[…] at each road show
there has been at least one participant that stayed after the presentation was completed for
further information with a project or charity in mind.” Throughout the subsidiaries, the
applications (with a few exceptions) originated from an employee who is previously involved
with a charity outside of work.
It was stated by one local coordinator that it is difficult to reach all the employees located at
the company sites and business units. Thus relying on the snowball effect where information
is spread through word to mouth among the employees. However, the problem with this is
that if the employee conducting the explanation does not comprehend the UK Foundation to
its fullest, misinformation will be spread. Also, there seems to be a worry among the
employees to get behind at work, and what the other co-workers will think if someone is not
prioritizing their own work.
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5. Analysis
In this chapter, the empirical findings will be analyzed alongside the theories framework.
5.1. Definition of the two concepts
5.1.1. CSR
Following how Lichtenstein et al. (2004) defined CSR, which was focusing on giving part of
the company’s profit to charities, foundations and other non-profit organizations, it goes
along with how the UK Foundation is developed. However, for the interviewees, CSR
activities include more than that. Aspects such as environment, economy as well as health
and safety were also included, which is more in line with the definition presented by
Vaarland et al. (2008). Focusing on the social aspect (due to the UK Foundation’s focus), the
interpretations of CSR from the respondents differs from how Lichtenstein et al. (2004)
defined it since they argued that CSR is a firm’s commitment to contribute part of its profit,
meaning that there is a choice for the company to commit or not. However, the empirical
findings suggest that CSR activities should not be viewed as a choice, but instead a
mandatory part of their everyday business. Giving the example that when conducting
business which results in the release of carbon dioxide, it should be mandatory to reduce it as
much as possible.
On the other hand, if CSR activities are viewed as a commitment, a measure of the
company’s commitment would be in order to ensure the sustainability of the commitment.
This is since it was highly valued from the respondents, that the CSR activities a company
conducts are consistent. From the empirical findings one can determine the aim for the UK
Foundation is to develop it into a long-term CSR project. This is there has been multiple
references during the discussions of the UK Foundation regarding what “[needs to/can] be
changed for the years to come.” It has also been stated in multiple meetings that the aim is to
have the UK Foundation running multiple years.
According to Dwyver et al. (1987), to determine the sustainability, a measurement of the
amount of input, the durability of the association and the consistency of the input is a must.
53
To either making sure that the investments into CSR are consistent or improved for each year,
which some of the subsidiaries are conducting, at least when it comes to environmental
issues. For the charitable projects that will be sponsored by the UK Foundation, they have to
turn in a report regarding the success or failure of the project, giving the company a chance to
develop a measurement in this aspect as well. This would go along with what Du et al. (2010)
stated regarding measuring CSR, that it should be done on the result and not on the input.
It was stated from the respondents that the CSR activities should be conducted in line with
the company’s everyday business, since this is where their business has an impact on both the
environmental as well as the social wellbeing. This is believed to be the reason for why the
UK Foundation has the criteria that the project has to be local to the sponsors home or
workplace, meaning that it is located close to where the sponsor’s company conducts its
business. Also, since the sponsors are encouraged to devote time during their working hours
towards the charitable projects selected for funding, the sponsored projects has to be within
the vicinity. Otherwise there could be, from a business perspective, too much time allocated
towards a charitable project. “The time the sponsor is supposed to allocate towards the
selected project will have to be approved by their manager beforehand and therefore the
project has to be within a 20 miles radius from the sponsors work or home. If not, their
manager will probably not accept it due to the loss of time towards the employees business
work, resulting in turnover lost for the business unit.”
5.1.2. Internal communication
The one aspect that all interviewees agreed upon is that internal communication has an
internal focus, however, it is a bit more complex. Taking Burgess (2005) and Ghosal et al.
(1994) perspective of internal communication into consideration, stating that internal
communication is regarding sharing knowledge between the employees of the company, and
the topic discussed during some interviews regarding what information should be available to
the employees, it differs. It was stated by a local coordinator that all information within a
company should be available for all the employees working for that company, which falls in
line with what both Burgess (2005) and Ghosal et al. (1994) argues. They argue that
information should be shared in order to develop a competitive advantage through well-
informed employees.
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However, the secretary states that “knowledge should be shared with caution; all employees
cannot be in possession of the confidential information. An example of confidential
information given was regarding personal information of the employees, which if accessible
by everyone will upset employees.” Depending on what is classified as “well-informed
employees”, this statement from the secretary could argue against what is said by Burgees
(2005) and Ghosal et al. (1994). For instance, does an employee need to be in possession of
information regarding all aspects of the organization to be considered as well informed? Or is
it enough for the employee to have knowledge within their field, meaning, e.g., a finance
director possessing information regarding the finances of the company but not regarding the
human resource aspects of the company?
According to Kalla (2005) internal communication not only include the formal statements
sent out to the employees via a communication tool, but also include the informal
conversations between employees. This is an aspect of internal communication which was
emphasized by the respondents as well, stating that regular conversations which can take
place while passing someone by in the hallway is a part of internal communication. It was
further stated by an interviewee that all types of interactions between employees are should
be viewed as internal communication. It helps in the development of the relationships
between the employees, which aligns with what Welch and Jackson (2007) argues regarding
internal communication.
However, the perspectives of organizational and global communication were presented in the
empirical findings. These does not go in line with previous research, since how the
respondent explained the view of global communication is the same view as Cherney and
Christensen (2007) has for organizational communication. That internal and external
communication should be viewed together as one, since all external and internal
communication will reach the internal stakeholders. “It is only the focus when developing the
communication statement that will differ, having the external statement written from a sales
perspective.”
What was described as organizational communication by an interviewee, stating that it is the
communication taking place between companies belonging to the same organizational group
(the subsidiaries), can be argues to match with what Kalla (2005) explains as the corporate
communication domain. It is argued that corporate communication is the message that an
organization gives to audiences on the world stage (Argenti and Forman, 2002). Since the
55
VINCI group has locations spread all over the world, the interviewee’s perspective on
organizational communication can therefore also be viewed as an internal corporate
communication. In this scenario it would mean that when the VINCI Group sends
5.2. Similarities and differences of conducting internal communication
The majority of the communication tools used by the VINCI group are used within the
subsidiaries as well, for instance, an intranet, a newsletter, social media, etc. Although, these
tools are developed and formatted to fit each of the specific subsidiaries, meaning that each of
the companies has its own developed intranet, its own newsletter and its own social media
profile. There was a call for a development of the VINCI groups two-way communication,
however when examining the tools mentioned during the interviews, it showed five tools that
would be considered one-way and four that would be considered two-way. When considering
the rethought internal communication model presented by Welsh and Jackson (2007), it is
explained that organizational news, objectives, developments, achievements, etc., should
mainly be communicated via one-way. However, the message communicated should be both
clear and consistent, but also continue and not be considered as a one-off message (Welsh
and Jackson, 2007).
When taking the empirical findings into consideration, the respondents’ view of how clear the
communication from the VINCI group is differs regarding which position within the
company the respondent has. For example, the secretary with a senior position perceive the
information consistent and clear (with the language exception), whilst a local coordinator not
in a senior position perceived it as fragmented and said that there is no need for much of it.
But taking that the majority of the employees within VINCI UK is not in a senior position,
one can argue that the information communicated internally from the VINCI group is not
consistent nor enough. The outcome of this could be confusion, or, in the case of Network
together, mean that employees become unmotivated to utilize what lacks the information.
The communication tool Network Together was solely presented with a small email stating
its existence. It was stated that “A more developed communication regarding Network
Together as well as some type of demonstration would have been necessary for this
communication tool.” It was emphasized that it is not a problem with the tool itself, but the
lack of information alongside its release has resulted in the slim activity on that
communication tool. It is believed that an increase of two-way communication is precisely
56
the Network Together would need to comprehend the software better, this also resulting in a
higher usage of the product.
Within each subsidiary, the internal communication is handled differently. With regards to
the tools discussed in the previous chapter, it can be concluded that six of the tools can be
considered as two-way communication tools (Linkedin, Intranet (in the case of VINCI
Construction and VINCI Grand Projet with their blog), Yammer, Email, Phone and Lync)
with the remaining five tools viewed as one-way. The dominant way of information being
conducted in a two-way direction goes along with what Welsh and Jackson (2007) are
determining in their model. However, three out of four communication dimensions have a
two-way direction in the model from Welch and Jackson (2007), which is not the case for the
VINCI subsidiaries. Therefore there is an understanding to why the respondents are calling
for a development within the internal two-way communication. This development will lead to
“a greater understanding of the topic for the message, which most likely will result in a more
efficient and effective usage of what that information is regarding.”
Due to the subsidiaries and its business units location spread, it was emphasized in the
interviews how important the internal communication is for the companies. Since each
subsidiary are working as individual organizations, they all have their own developed
corporate culture, structure, processes, etc. which are all aspects of internal environment
(Welsh and Jackson, 2007). These are important to consider since, according to Welsh and
Jackson (2007), these will affect the climate in which the communication takes place.
5.3. Motivation for Initiating the UK Foundation
Based on the empirical findings, it is not possible, or at least very hard, for a company to
become a market leader within their industry without conducting some type of CSR activity.
A reason for this is the development of the Internet and the use of social media, making
information regarding a company much more accessible for anyone looking for it. One
respondent stated that “no company wants to be labelled as the “bad guy” in their community
or industry.” Another respondent explained that it is because of an evolution of the culture of
the business world, as well as within countries, developing a stronger belief of the importance
of CSR with both employees and clients.
57
It was continued on with stating that “this evolution and increase in belief for CSR activities
are a result of information being more available. Not only specifically regarding the
company, but also regarding environmental, social, and other CSR aspects.” This access to
information puts a company at risk for exposure of falsified communication regarding the
subject, e.g. greenwashing (Arendt and Brettel, 2010), which would lead to a negative
emotional perception for the company (Lai et al. 2010).
It is important for stakeholders to understand why a company conducts its CSR activities to
reduce the suspicion and develop a win-win perspective (Arendt and Brettel, 2010; Du et al,
2010). Arendt and Brettel (2010) argue that the broad definitions of CSR are the reason for
the initial suspicion and skepticism. The reason for a company to invest into CSR differed
between the respondents. One stated that “even though CSR activities might help a company
from a business point of view, it should be initiated from a responsibility aspect.” Other
respondents argued that the investments into CSR originate evenly from a feel of
responsibility and to bring the company more profit in the long run. Another respondent
stated that “even though CSR could be used as a way to present itself to the wider public and
how it impacts the world, it should only be conducted if it can add value to the company.
That CSR should be viewed as making money from an ethical perspective.”
The commitment an organization shows towards a CSR activity will affect how the
stakeholders perceive the ideas and reasons to why it is conducted (Dwyver et al., 1987).
With regards to the durability, it is not high at the moment since it is the first year of the UK
Foundation. However, the idea is to have this ongoing for multiple years going forward and
small discussions regarding how to develop the CSR activity for the following year has
already taken place. This is interpreted as a commitment to develop the UK Foundation into
long-term existence. It was stated that “The donation from each of the subsidiaries can differ
for each year based on the success or failure of the UK Foundation.” This means that the
utilization of the budget and the number of projects funded will play an affect in the level of
input from the subsidiaries for the next year.
The multiple motives for the CSR initiatives are falling in line with what Ellen et al. (2006)
states, that no matter what is communicated, the stakeholders have a tendency to perceive that
multiple ideas are the reasons to why a company is conducting it. Previous research show that
companies should acknowledge both their intrinsic- (feel of responsibility) as well as their
extrinsic-reason (bringing back profit) when communication to stakeholders, since this has
58
been proven to reduce the skepticism (Foreh and Grier, 2003; Porter and Kramer, 2006).
Customers are keener to work with companies which have the same values.
5.4. CSR Reasons Affecting Trust
Ganesan (1994), argued that trust should be from two perspectives; credibility and
benevolence. The UK Foundation is offering support in two ways; a financial support as well
as the skills, time, and knowledge of (at least) one sponsor. During the selection process,
applications are sent in from the charitable organizations, reviewed, more information is
asked for if needed, and a visit to the charitable organization is organized before a potential
project is forwarded to the selection committee. During this whole process, discussions are
held with the charitable organization to confirm that full understanding is occurred.
During the contact with the potential projects, a concern was raised by the local coordinators
to make a promise where the UK Foundation will not be able to deliver. This concern falls in
line the credibility category from Ganesan (1994), meaning that everything which is agreed
during the selection process, provided that the charitable project is selected for funding, will
have to be met. That would include both in term of the financial (goods) and the skills, time,
and knowledge of the sponsor (service). If promises are made which are not able for the UK
Foundation to meet, it will result in a decrease the perceived credibility. It is interpreted that
this could be a reason to why there existed a concern regarding receiving too many
applications during the first year. “If we receive too many applications which fit the criteria,
it will mean we would have to reject more. This in turn could give out the impression among
the employees that it is unnecessary to get involved since it is impossible to get selected
either way.”
The benevolence category, on the other hand, would be harder for the UK Foundation to
meet, due to the fact it is based on attributes of longer time. To develop a showing genuine
concern and care towards the social environment that is based on other than an egocentric
profit. However, this is the case for the UK Foundation, that it could be used as a tool to
benefit the subsidiaries from a business perspective. The practical intention differs between
the involved, where observations have shown that the external benefits are more important
for some than for others. During multiple meetings, the topic of external communication of
the activities has been discussed. How and what information and messages should be
promoted towards the external stakeholders. It is interpreted that there is an interest of the
59
respondents as well as with other people involved that to give back and help in the
community from a responsibility perspective. However, a business aspect is always kept in
mind, referring back to the statement “CSR can be viewed as making money from an ethical
perspective.”
In order to develop the a perceived genuine concern for the social environment in the external
as well as internal stakeholders minds, a longer time will have to be spent with the UK
Foundation. The purpose with the UK Foundation is to develop a sustainability peeler and
have it running for multiple years. This will aid in the development of the benevolence
category since the durability of the support can act as a framework for the organizations
motivation (Webb and Mohr, 1998). The longer the organization has shown its support, in the
case of the UK Foundation that would mean the number of years conducting its funding, the
stronger the genuine concern towards the society of community is perceived by the
stakeholders (ibid.). It is continues by stating that short-time commitment can be perceived as
one-off events which are conducted for the sole purpose of bringing back profit to the
company.
5.5. Communication of the VINCI UK Foundation
Argued by Dawkins (2005), the communication of an organization’s CSR activities is unique
since it is interesting for all stakeholders, meaning both the opinion-leader audience and the
general public. However it is important to keep in mind that all the potential recipients of the
communication will interpret it differently (Du et al., 2010). This is due to the understanding
and expectations of the business, as well as the different need of information (ibid.). For
example, the employees might interpret the meaning of CSR differently from one and the
other resulting in a need of different amount of information regarding it. Also, if an employee
has been involved with charitable work, especially towards the social environment, they
would already be in possession of information regarding how the UK Foundation will work,
thus also decrease the need of information. This could be seen during the presentations of the
road show conducted by VINCI Energies UK, that the employees that have previous
experience of the subject are interested in other types of information.
With regards to the other aspect of why the interpretation of the information will differ (the
understanding and expectations of the business) includes the definition of what CSR is as
well as the employees’ time spent within the company. This means that the longer an
60
employee has worked for the company, the knowledge regarding the company’s business will
increase. Comparing this with what was stated by the interviewees regarding the CSR
activities being related to the organization’s business activities, connection can be made.
Foreh and Grier (2003) argue the CSR activities themselves will not bring an organization
any negative response; instead it is how the activities are used in a marketing strategy that is
vital. Menon and Kahn (2003) argue that it is important for the company to distinguish
between the CSR activities not directly related to the company’s day-to-day business with the
CSR activities that are when communicating it. However, there are also studies showing the
main focus of the CSR message should still be regarding the organization or products
(Friestad and Wright, 1994). Du et al. (2010) agrees with this by stating that the channel for
the communication also affects the response of the stakeholders. How the information
regarding the UK Foundation was communicated differed between the subsidiaries. Some
chose to conduct the communication via one-way while through sending out an email with
information, posting on the intranet, etc. whilst others chose to conduct the communication in
a two-way state via road shows, using of CR champions, etc.
According to Du et al. (2010), the CSR communication can have both internal and external
outcomes, but in order to reach these outcomes there are many aspects to take into account.
When developing the CSR message, the level of importance, as well as what motives, impact,
and commitment the company has, have to be determined and clear. When communicating
the message, multiple, less controllable factors will affect the outcome of the message,
including the stakeholder characteristics as well as the company characteristics (ibid.).
However, if done effectively, the communication of the CSR activities can result in an
increase in loyalty, productivity and advocacy from the employees.
The initial information regarding the UK Foundation was sent out to the employees through
informative emails and was followed up by having continuing updates on both the intranet
and in the newsletter. This falls in the fourth dimension in the model presented by Welch and
Jackson (2007); internal corporate communication. The content of the messages within this
dimension are, e.g., new development and activities, which would include information
statements sent out by the local coordinators to their employees regarding the development of
the UK Foundation. From this, interested employees were located and possible charitable
organizations were brought forth to the respective local coordinators. Discussions between
the potential sponsor and the local coordinator took place, where the potential sponsor is
61
acting as a link, to develop the application forms. These discussions falls in line with the third
dimension from Welch and Jackson’s (2007) model; internal project peer.
The second dimension, stated as internal team peer, occurs when the local coordinators meet
to discuss which projects will be forwarded to the selection committee, as well as between the
selection committee members during their meeting (ibid.). However, it also implies to the
communication occurring during the meetings which focuses on the development of the UK
Foundation, the next step to take, developing the timeline etc. The first dimension in the
model presented by Welch and Jackson (2007); internal line management communication can
be located in the road show conducted by one of the subsidiaries. Since the communication
within this dimension is referring to the employees’ roles and the personal impact each
employee can have (as sponsors). However, one can also argue that any two-way
communication between a local coordinator and an interested potential sponsor falls into this
dimension due to that the same information might be transferred during these discussions.
The practical actions when communicating information regarding the UK Foundation located
in the first dimension contradicts one aspect explained in the model; that it occurs between an
employee and its superior, meaning the local coordinator is in a superior position compared
to the interested employee within the company. This was not always the case in practice, for
instance, one potential sponsor being a business unit general manager which is a higher
position in comparison to the local coordinator who handled that person.
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6. Conclusion
In this chapter, the conclusions following the analysis will be presented alongside the critical
limitations of this study as well as ideas for further research will be proposed.
The purpose of this study is to investigate how to conduct the internal communication of CSR
initiation.
6.1. Final Discussion
Even though the overall feeling regarding the response was positive from the employees
involved with the development of the UK Foundation, the procedure of how the initiative was
communicated throughout the subsidiaries differed. Conducting the communication with
initial surveys sent out before the UK Foundation went live and communicating via one-way
tools, to using the help of CR managers and conducting road shows. The differentiation in the
practical actions from each of the subsidiaries can be explained via the different definitions
and interpretation of the concepts CSR and internal communication, as well as party to how
information is usually communicated within the company. This meaning that the different
perspectives of the two concepts in the minds of the people involved will result in a variety of
message content and channel. For future reference, a discussion regarding the definitions and
how to conduct the communication practically should be held before the information is sent
out. This can result in a similar way of conducting the communication in practice.
Alongside the fact that the subsidiaries and their respective locations are decentralized will
result in different practical ways of conducting the internal communication on a regular basis.
Also, the subsidiaries are using different tools when conducting their internal communication,
affecting how the information regarding the UK Foundation is spread.
For the following years, the subsidiaries should sit down together and develop the core of the
UK Foundation, making it clear for everyone involved and included in every message sent to
63
the internal stakeholders. They should also keep in mind the dimension (model from Welch
and Jackson, 2007) in which the message belongs; since the information included, and the
structure of the message, differs if it belongs to the 1st or the 4
th dimension.
Another aspect important to discuss between the subsidiaries is the motivation and reason
behind why the UK Foundation was initiated in the first place. Since when an organization is
communicating regarding CSR activities, the message should include all aspects to why the
firm is conducting it. But in order to do that, why the UK Foundation was developed needs to
be determined and clear for all the employees involved, e.g. to bring back profit in the long
run or to satisfy the feel of responsibility. The reason for initiation might be multiple, but
nonetheless should be clear for the employees involved and included in the message
communicated internally. It is believed that the following years will be result in more
response in terms of potential projects since the UK Foundation is now in its first year. More
years of existence for the UK Foundation will not only show sustainability to the internal
employees, but also show the commitment the UK VINCI companies has towards the social
environment. This will in term, alongside with all motivations in the message, result in an
increase in trust towards the UK Foundation as well as towards the company as a whole.
6.2. Critical Review of the Study
First of all, this study is written to receive a bachelor degree by an author with certain
previous experience within the fields of internal communication as well as CSR. This results
in an interpretation of the collected information which another person with other experiences
and knowledge could have interpreted differently. Interpretation of the information collected
via the observations as well as interviews would most likely also differ due to other
discussions occurring during interviews and other information perceived as important during
the observations.
This thesis was written as a case study, involving subsidiaries belonging to the same
company group, meaning that the result could differ if conducted with another company,
project, or with another research approach and design. Also due to the few subsidiaries
involved compared to the ones that are able to be involved, the results might have differed if
other subsidiaries were to replace the ones taking part in this study. It is also the case with the
respondents, due to the perceived view of both internal communication and CSR and how the
results could have changed if other employees were involved.
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Keeping in mind that this case study was conducted in the UK and with the country’s culture,
the results from the study might vary if it were to be conducted in another country with a
different culture. Lastly, the empirical findings were partly collected from a handful of
interviews and more interviews could have provided more conclusive information.
6.3. Further Research
Although this study has investigated the process of the communication of an organization’s
CSR activities to the internal stakeholders, the subject is still under researched. Also, this
study focused on one case and one company, resulting in a call for further research regarding
the subject in multiple cases. Investigating the internal communication of the other VINCI
Foundations would be an interesting study to be able to compare one from the other, to
identify the advantages and disadvantages. Also, if a study between the different VINCI
Foundations took place, there would be a possibility to analyze how the cultural differences
affect the outcome.
Since this study was focused on the internal communication of the CSR activities, there is a
call for research focusing on the external communication of CSR activities and how that
should be conducted. Since there is previous research stating that CSR activities affects the
brand performance, corporate identity and customers trust (see 1.4), it would be interesting to
study how the external communication of the CSR activities should be conducted to reach
these effects.
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Appendix 1
The tree structure of Group VINCI
Source: https://www.vinci.com/vinci.nsf/en/page/tree-structure.htm
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Appendix 2
VINCI companies located and operating in the UK
Source: Booklet - VINCI Companies in the UK
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Appendix 3
Semi-structured questionnaire for qualitative interviews
Subcategorized into different categories;
CSR understanding
1. How would you explain CSR overall?
2. How would you explain CSR within the company? (past oriented, prior uk
foundation)
3. Why have the company chosen to investigate into CSR at this moment?
4. What recent investments have the company made regarding CSR activities?
5. What is the VINCI UK Foundation? - full out explanation
Internal communication
1. What is internal communication for you?
2. How is the internal communication conducted over VINCI Group? - positive/negative
3. How is the internal communication conducted within (Daughter Company’s name)? -
positive/negative
4. Has the internal communication been developed in the last couple of years? - If yes,
explanation.
5. What would you say is the next development areas within internal communication?
6. Please explain how the company’s recent investments into CSR activities have
been/are being communicated to the employees.
7. Is it a continuously communication or a one-time advert? - Explanation.
Internal interest toward the CSR activities.
1. What has the response been regarding the communicated CSR activities? -
Applications from employees, willing sponsors, etc.
2. How have the discussions around the office changed after the introduction of CSR
activities has been communicated?
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3. How have the information been received by the employees?
4. How often (and containing) are you questioned by employees regarding the CSR
activities?
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